Earlier on, while discussing the idea, we looked at the effect of framing a solution from a situation we encounter. A similar bias is observed when we begin picking up problems to develop solutions. We may simply claim the existence of a problem without being sure that the problem exists for the end customers/users. You may be calling it – a problem, a pain-point, a need, or a want. But the question you need to answer is about understanding the problem.
A typical example of this is, the number of entrepreneurs who walk in and say; I have had issues comparing the product features and prices across different online e-commerce stores and hence will build a web-scraper and a comparison tool to solve the problem. This broad definition of the problem is often not useful for getting to the crux of the problem you are trying to address.
Invest time in narrowing and understanding the problem a bit further. Ask if this is a common problem, and if so, to whom and when. How frequently do these problems arise? You may find this important to consider since you have already assumed the behaviour of the user. That is, the search behaviour of the user is pretty frequent. Is it as frequent, for you to make it a problem worth solving? Or was it the excitement of learning the new technology that played a major role in you claiming that the problem was significant enough to solve.
Building on the same logic, we find Trivago, Booking.com, or Makemytrip.com to have developed their businesses. The frequency and behaviour of the customer/user play a crucial role in defining the domain to operate it. People often commute and make decisions about staying. Factoring in the behaviour makes it easier and less cumbersome to search, evaluate, and decide the key problem that is being addressed. It is not just the search!
Next time you think of a problem – observe it closely. Who, when and where is experiencing the problem? How are they solving it now, can you build a solution which makes the transition to your solution intuitive and easy? So, don’t rest once you have thought of a problem. Study it and break through the framing trap you may fall into through your imagination.
Ask yourself:
Is the problem I claim to solve real?
For whom is it useful? When does the need typically occur? How is it being addressed now? Could I develop the solution alternately to what I have imagined already?